Everything published, most recent first. Two a week: a standalone piece, and a reflection on that week's conversation.
333 essays
Hierarchy itself doesn’t harm performance; knowledge hoarding does. Teams can thrive with deep hierarchies if information flows openly. When managers hide knowledge or deflect with “above your pay grade,” performance and culture quickly erode.
By stepping away from being a subject matter expert and toward a focus on people and coaching, a manager is in a much better position to transform their job into a leadership role.
A good CoS helps a leader achieve their potential in a sustainable way that delivers long term success when managing complex organisations.
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
By taking charge of our recovery experiences, we have the power to become masters of our mood at work.
Meetings are the space in our day we make to provide some sort of service to other people.
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved—because people feel safe to feel unsafe and to challenge the status quo.
Successful DEI comes down to balance—ensuring that belief doesn't descend into ideology. A process that is founded on the bedrock of psychological safety.
By employing leaders capable of creating an AI framework — because they are awake and aware to the unintended effects of AI on social well-being, data integrity and privacy, diversity, and governance — organisations seeking to transform into being AI-first are well positioned to engage in trustworth
As our adaptability mindset strengthens, resilience will also improve because individuals and teams are better equipped to absorb shocks today and use the energy to bounce forward into sustainable growth tomorrow.
When leadership is exerted in this form, organisations become increasingly accountable, agile, and autonomous — all the while operating at scale. At this point, an organisation can truly be described as 'purpose-driven' — a genuinely awesome competitive advantage.
Setting boundaries will see some employee attrition, but those who remain will feel a heightened sense of trust and an improved quality of employment.
Once the capability gap is closed, instead of feeling fear and frustration about not knowing how to perform a role or achieve an outcome, staff are empowered to deliver value and be rewarded for their achievement.
In an era of heightened employee mobility, hybrid work environments, and a skills shortage, the idea of matching great talent with critical roles may not be new, but it is more essential than ever.
The challenge for managers is that we are no longer comparing apples with apples. Instead, we must leverage the power of personas to better understand the individuals that make up our teams.